About
Between users and engineers. Between delivery promises and product reality. Between the work itself and the business decisions around it.
The throughline
I’m a Mendix product and delivery leader who has spent the last nine-plus years turning complicated operations into software that people can actually use.
I currently serve as a Director and equity partner at Kinetech Cloud, where I co-lead a roughly $3 million public-sector and nonprofit practice. My job crosses lines companies often separate: product direction, client delivery, people leadership, pricing, forecasting, account expansion, and production support.
I lead three to four small teams at a time, with two to five people on each. I own relationships with program directors and CIO/CTO-level stakeholders, and stay close enough to the work to know whether the product is truly good—not merely whether the project plan is green.
How I lead
A consultant’s job is not to ask users what to build and reproduce the answer literally. It is to understand the progress they are trying to make, identify what they may have missed, and bring a reasoned next move.
Framework: Jobs to Be Done
Strong people need autonomy. The product still needs a leader who sees it early, tests it end to end, and catches the difference between technically functional and genuinely useful.
Framework: Degrees of initiative / “Who’s Got the Monkey?”
Short, frequent demonstrations keep teams honest. A one-minute asynchronous demo can expose a misunderstanding while it is still a one-day correction instead of a week-long rebuild.
Framework: Visibility as risk mitigation
A workflow people use every day deserves an excellent experience. A painful task that happens once may not deserve expensive automation. Product quality includes knowing what not to build.
Framework: One-way and two-way doors
People
I have mentored three developers through Mendix Expert certification, formally trained approximately 12 developers across Rapid, Intermediate, and Advanced levels, and teach consulting and decision-making frameworks across our 25-person company.
Economics
My finance foundation makes scope, rates, staffing, margin, utilization, cash flow, and account decisions part of the same conversation as product quality. I own variance, learn from it, and adjust the next estimate rather than pretending fixed-price work is perfectly predictable.
The foundation
I spent six years in Client Financial Management at Accenture, supporting a $100 million annual federal engagement with more than 300 people. I built the mandatory forecasting tool for my area so project managers could model staffing decisions and immediately see revenue and cost implications.
That fluency now travels with me into delivery recovery, pricing, portfolio planning, and senior client conversations.